Multiple Team Membership: A Theoretical Model of its Effects on Productivity and Learning for Individuals, Teams, and Organizations
Name
SSRN-id1474336.pdf
Size
511.42 KB
Format
Adobe PDF
Checksum (MD5)
0edc9b703e9ff378d2aeea69abea8760
Author(s)
O'Leary, Michael Boyer
Mortensen, Mark
Woolley, Anita
Date Issued
September 2009
Publisher
Cambridge, MA; Alfred P. Sloan School of Management, Massachusetts Institute of Technology
Series/Report no.
MIT Sloan School of Management Working Paper;4752-09
Abstract
While organizations strive to manage the time and attention of workers effectively, the practice of asking workers to contribute to multiple teams simultaneously can result in the opposite. We present a model of the effects of multiple team membership (MTM) on learning and productivity via the mediating processes of individual context switching, team temporal misalignment, and intra-organizational connectivity. These effects are curvilinear, with learning and productivity peaking at moderate levels of these mediating processes.
Subjects
multiple team membership
Persistent DSpace Link
DOI of Published Version
http://dx.doi.org/10.5465/AMR.2011.61031807
